Ministry Leadership Final Spring 2011

Front 1

1. As presented in the lecture, "Transitioning from Seminary to Vocational Ministry" there are five stages in your ministry development. State which of the five stages (other than stage 1) you think will be the most difficult for you and then present a strategy for how you will overcome the challenges of that stage.

Back 1

Stage 2: Getting Established (years 2-3) 1.establishing trust / mistrust.
2. Focusing on ministry and doing it well.
3. attitudes & relationships w/ congregation influence positive / negative response.
4. Learn more completely your ministry responsibilities
5. build a system for handling key tasks to save time & energy 6. remember 60/40

Front 2

2. The Chairman of the Search Committee of a church with which you are interviewing, asks you to verbalize your Personal Mission Statement. However, one of the members of the Committee asks, I have never heard of a Personal Mission Statement; what is that. How do you answer the Committee member using descriptors presented in the class lecture. Explain to the Search Committee two ways that your Ministry Values and Principles, as presented by the lecturer, would guide the way you conduct your work among them.

Back 2

A personal mission statement: 1. derived from my divine design
2.encapsulates my POM
3.provides a grid for evaluating ministry opportunities.
My POM: 1) guides me to ministries that is in accord w/ God’s call
2. Describes what God has called me to be
3.Reflects core values that affect how I do ministry
4. understanding of God's call upon your life.

Front 3

3. In the midst of your interview with a Search Committee, one of the members is visibly bored and says, I am not interested in issues of Philosophy, I want you to communicate to us the practicalities of how you would minister among us. Explain to the Search Committee why the wide variety of expectations represented in the church make it essential that you present your philosophy of ministry to them. List and explain the three covered in the slide entitled To Navigate a Wide Variety of Expectations.

Back 3

Expectations of new pastor to:
1. fit a traditional / contemporary role that is not my calling .
2. be like predecessor or senior pastor / staff person.
3. be like a popular Christian radio / TV personality
4. (perhaps relate them to worship, leadership, outreach style

Front 4

4. You are assisting the officers of the church you serve in developing their individual Philosophy of Ministry Statements. Explain to them the three corners of the triangle that make up the Philosophy of Ministry and provide the short question that describes each.

Back 4

1. Normative - theological convictions for your why I do mission as I do. (What is the mandate to accomplish my mission?)
2. Situational- compatibility of my ministry values with your place of ministry. (What is my place in ministry?)
3. Existential- ministry competencies, spiritual gifts, abilities, and passions. (how do I uniquely represent Christ in ministry?)

Front 5

5. In explaining to the people of the church how to choose their ministry values, you present four guidelines as explained by the lecturer during Week 6 on the slide entitled: Identify Ministry Values That. . . List and explain those guidelines.

Back 5

1. Describe an atmosphere in which you are most fruitful
2. Influence the decisions you make
3. Compel you to take a stand
4. Supply meaning to your life and work

Front 6

6. Respond to the following case study by interacting with the two outreach styles presented by the Instructor; i.e., front door and side door. You are candidating for a ministry position at a church. In the course of the interview, one of the Search Committee members asks you to present to them the outreach style with which you most resonate. Upon hearing your statements, he then states that the outreach style with which the church resonates is the other style presented by the Instructor in class. Respond to this case study by: 1. presenting to the Search Committee the outreach style with which you resonate; 2. interacting with the Search Committee member regarding the church’s outreach style and how you would be able to minister in that different outreach context.

Back 6

1. Side-door outreach assumes first contact with non members will happen outside of the church. Evangelism and nurture occurs before they come into the church services. Focus: counseling, small groups, mentoring, house churches, kinship, friendship, visitation, social events.
2. Front-door outreach assumes first contact with non members will happen inside the church. Evangelism and nuture occur after a cople of visits to the church services. Focus: preaching, teaching, Christian ed., large organizations, apologetics, tried and true methods, traditional worship.
3 Response: Opportunity may not be a good fit; maturity trumps all; both outreach styles are biblical & excellent ways to draw non-believers to the church; Share some of your personal, posative experiences with the other style.

Front 7

7. You are in the process of discipling a member of the church you serve and have completed with him the Divine Design Discovery study that has resulted in the following fifty word mission statement: Joe Smith is an Encouraging Shepherd called of God to show compassion for those who are straying for the purpose of helping them form long-term, in-depth spiritual relationships with Christ and His people through small groups, service projects and missions in order to help them mature in their walk with the Lord. On the basis of this mission statement, what six theological convictions would you help him develop as the foundation for his calling.

Back 7

(1) Gospel-centered ministry: gospel is for nonbelievers, believers, strayed believers
(2) relationships/community: God redeems by establishing relationships - He accepts where they are but doesnt leave them where they are;
(3) incarnational ministry: just as Christ made presence of God palpable so must we
(4) mission: we are blessed so we can be a blessing
(5) prayer: intercede for others, bring prodigal & victim to Christ
(6) every-member ministry: God has gifted His people with His Spirit to uniqely build the church.

Front 8

8. According to the lecture, Ecclesiastical Conflict and Antagonists in the Church, there is a First Level of Conflict called Tension. Drawing on the Cause, Community, Corporate paradigm, choose which of these three Cs fits your ministry style the best and which fits your ministry style the least. Next, describe a ministry scenario in which you can see yourself engaged in a conflict with your opposite ministry style and then describe the steps you would take to resolve the conflict.

Back 8

1. people face a mutual problem and work together to solve the issue - problem vs. people, not person vs. person:
2. Individuals talk to each other
3. Information is shared openly and honestly
4. Feelings are owned and cared for
5. The other person’s views are respected
6. Differences are negotiated
Resolution: There is a common understanding that conflict is just a part of life & ministry. The parties talk openly and honestly while maintaining respect for one another. They search for the balance they need to clarify essentials, understand one another, seek middle road solutions and keep their perception in check.

Front 9

9. According to the lecture, Ecclesiastical Conflict and Antagonists in the Church, there is a Second Level of Conflict called Opponents. Drawing on the Win-Win paradigm, describe a ministry scenario in which you can see yourself engaged in a conflict with another staff member, a lay leader or member of the church and then describe the steps you would take to resolve the conflict

Back 9

1) People distance themselves from each other & talk only to third parties / friends.
2) Differences debated instead of resolved
3) views of others are trivialized but respect and trust remains intact.
4) The tension results in disagreement, often where expectations have been disappointed.
5) Information is vague, unclear and partial
6) Feelings are guarded and often denied.
Resolution: Both parties want to find a win/win solution. Middle ground is often the resolution and requires problem solving, discussion of perception for clarity, and a containment of the problem at hand.

Front 10

10. According to the lecture, Ecclesiastical Conflict and Antagonists in the Church, there is a Third Level of Conflict called Adversarial. Drawing on the Win-Lose paradigm, describe a ministry scenario in which you can see yourself engaged in a conflict with another staff member, a lay leader or member of the church and then describe the steps you would take to resolve the conflict.

Back 10

1) conflict is largely dealing with a stalemate - neither side is willing to budge.
2) people feel like they a contest to Win
3) Individuals reject one sides view & seek supporters
4) information / differences becomes distorted and one-sided
5) Feelings become tense and justified
6) Little if any respect on either side 6 There is an aim to criticize, manipulate with a overwelming notion of winning and losing.
Resolution: Set ground rules, determine the Higher Common Interest, Engender the fear of discipline.

Front 11

11. According to the lecture, Ecclesiastical Conflict and Antagonists in the Church, there is a Fourth Level of Conflict called Antagonist. Drawing on the Matthew 18 and Covenant Vows models, describe a ministry scenario in which you can see yourself engaged in a conflict with another staff member, a lay leader or member of the church and then describe the steps you would take to resolve the conflict.

Back 11

1) Differences are seen as absolutes
2) Individuals warn of serious consequences if…
3) Information is spiritualized into “good” and “evil”
4) Feelings become tense and justified
5) Other person’s views are attacked as sinful
6) fighting mentality that is clearly evident (fight or flight)
Definition of an Antagonist: Makes insatiable, selfish demands. Often uses slander accusations with little or no evidence against the person being slandered.Their aim is to humiliate, punish, reject the other person.
Resolution: Follow Matthew 18: 15-17; Remind the parties involved of the vows they took as a member of the church: A) Do you promise to support the Church in its worship and work to the best of your ability? B) Do you submit yourself to the government and discipline of the Church and promise to promote its purity and peace?

Front 12

12. You find yourself having difficulty finding volunteers to serve in the youth ministries of the church. Drawing on the section, Rules for Recruiting in Chapter 23, and your own experience with the writing of your Divine Design through the Equip the Saints packet, present your strategy for recruiting volunteers.

Back 12

1) reverse the process – begin with individual’s gifts not the institution’s needs. (requires time, effort to know people, determine gifts & educate people to understand their own gifts)
2) Strategically Invite – People are more willing when invited to serve in a way that includes, acknowledges, affers, properly utilizes their gifts.
3. Set clear expectations (job description & length of service).
4. lay member recruiting – invitation ot serve given by someone who is directly involved in that ministry.

Front 13

13. A member of the Search Committee interviewing you for a staff position challenges you by asking, Are you saying that our ministry style or church personality is all you need to know about us. How do you respond in the context of the instructors point that there are at least six elements that define a church.

Back 13

Not at all.
1) Theological convictions & understanding of community context need to be discussed.
2) A shared ministry style is important so that staff members can work well together.
3) People can agree on WHAT needs to be done (discipling, evangelism, etc.) but have different notions of HOW those things should be done.
4) A Church Ministry Style / Personality is determined by the six essential elements that define a church: 1)Ministry Style 2) Godliness 3) Theology 4) Competencies 5) Life Stage 6) Experiences

Front 14

14. You are a few months into your first church ministry position and you discover that you are serving a kinship church. How did you come to that conclusion.

Back 14

Kinship clues
1) Generally under 80 members,
2) pastor is largely considered a chaplain: meets people in crises
3) The people serve one another as family members (families run deep and true)
4) The church values loyalty and a sense of belonging
5) The pastor performs the worship service and administers the sacraments
6) resistance to the pastor being: a leader, a confronter of sin, privy to the church finances.

Front 15

15. There is a church interested in you joining their staff, but you begin asking questions about their particular ministry style (or church personality). A member of the Search Committee asks you to clarify what you mean by a church’s ministry style or personality. What is your explanation.

Back 15

Your church has an identity – a set of values, beliefs, norms – that shapes its practices and behavior like a mold shapes plaster. The ideals of your denomination are like the plaster - what goes into the mold is essentially the same for every church, but the shape it takes is determined by the mold itself. One mold is not inherently better than another – just different.”

Front 16

16. Towards the end of your interview with the Search Committee of a church, you discover that your two predecessors in the same position did not continue past 5 years in that church. What questions would you ask the Search Committee (reflecting interaction with John LaRue’s research from the lecture) that describe the first four reasons that pastors experience conflict in the ministry.

Back 16

1.Conflicting visions (ministry style) account for 46% of departures: What was the vision for the church that the predecessors were trying to implement? Did the elder board agree with the vision? Did staff and lay leaders support the vision?
2. Personality conflicts with board members account for 38% of departures: How would you describe the relationship between the predecessor and the elder board? (If they say conflictual, ask for their understanding of the primary causes of conflict.)
3. Unclear or unrealistic expectations account for 32% of departures: How did the predecessors’ job performance compare to the elder board’s expectations? What were the problem areas?
4. Personality conflicts with other than board members account for 22% of departures: Was there much conflict between the predecessors and non-elders? Conflict with other staff members? Was there much conflict between the predecessors and non-elders? Conflict with other staff members?

Front 17

17. The Chairman of the Search Committee of a church with which you are interviewing, asks you to verbalize your theological convictions. However, one of the members of the Committee asks, Why should we be interested in this persons theological convictions. We are not that sophisticated around here. How do you answer the Committee member using descriptors presented in the class lecture.

Back 17

My Theological convictions:
1) ground my calling in the norm of Scripture –it’s my biblical mandate to accomplish our mission
2) need to line up with those of this church.
3) will under gird the way that I conduct myself in my calling and vocation.
Examples: 1) my theology of evangelism will dictate how I share my faith 2) my theology of the ministry of the laity will dictate how I seek to involve members of the church in ministry.

Front 18

18. The Chairman of the Search Committee of a church with which you are interviewing, asks you to describe your ideal church from among the eight presented by the lecturer. How do you answer the Committee member using descriptors presented in your Philosophy of Ministry paper.

Back 18

Because of my strong practical, analytical and structured personality, my ideal place of ministry would be in an “Organizer Church.” Organizer churches have a solidly educational based approach to ministry which motivates them to develop well structured methods of education, discipleship and outreach. A theme verse for an organizer church might be 1 Cor. 14:40: “Let all things be done decently and in order.”
1. STRONG POINTS: Preparation, Management & Troubleshooting, Confidence & Perseverance
2. WEAKNESSES: Inflexibility,Hard driving, Lack of Sympathy
3. PRIMARY MINISTRIES: Teaching, Development, Planning & Management
4. MINISTRY TEMPO: Deliberate, Relentless, Systematic
5. WHAT INSPIRES: Excellence, Orderliness, Transcendence
6. WHAT DE-MOTIVATES: Chaos, Lack of resources, a group’s inability to see the big picture
7. UNDER STRESS: Reserved, Controlling
8. DECISION-MAKING: Well informed, Analytical, Calculated 8. DESIRES: Truth, Accuracy, Progress
9. PRIORITY:Effective methods
10. MINISTRY ETHOS: Reverence, Intentional, Decently and in order
11. OUTWARD APPEARANCE: Conformance to God’s standards
12. GAINS SELF-ASSURANCE THROUGH: Attention to Detail, Research,Preparation
13. FEARS: Being perceived as incompetent, Being embarrassed by lack of knowledge or preparation

Front 19

19. Respond to the following case study by interacting with the four leadership styles presented by the Instructor during the Week 8 lecture on Church Styles. You are candidating for a ministry position at a church. In the course of the interview, one of the Search Committee members asks you to present to them the leadership style with which you most resonate. Upon hearing your statements, he then informs you that the leadership style with which the church resonates is one of the other styles presented by the Instructor in class (for this case study choose one of the other four styles). Respond to this case study by: 1. presenting to the Search Committee the leadership style with which you most resonate; 2. interacting with the Search Committee member regarding the church’s leadership style and how you would be able to minister in that different context.

Back 19

1) Inspirational/Fellowship - Participatory, enabling
2)Expressive/Adventerous - Delegating, Laissez-faire leadership
3) Organizer/Strategizer - Telling, strong yet benevolent
4) Relational/Entrepreneur - Selling, a winsome persuader

Front 20

20. According to I Corinthians 12, what is a fundamental cause of conflict in the church. Outline a Sunday School lesson from this passage on this topic.

Back 20

FCF:Disdaining/marginalizing/failure to appreciate other parts of the body for their different gifts. Thinking: “I have no need of you.”
Outline: I. We are all in the same boat: same body, same Spirit, same Lord, same baptism
II. We are all called to different roles: some to teachers, some to apostles, some to administration, etc. (eyes, feet, elbows, etc)
III.We are all indispensable: 1 Corinthians 12:25 “that there may be no division in the body, but that the members may have the same care for one another”

Front 21

21. In the instructor’s Communication Wheel there are temperaments or styles of communication and receptivity. According to the instructor, you generally have the greatest difficulty understanding and communicating with your opposite temperament: INTJ with ISFJ, ESTJ with ENFJ, etc. First, briefly describe which of the 16 temperaments describes you most accurately. Second, using the guidelines presented in Week 9 Church Personality and Evangelism, explain how you might effectively communicate the gospel to those of your opposite temperament.

Back 21

1. I am a PAS (ESTJ, ISTJ): Organizer, therefore I value efficient and timely delivery of programs, preparation, sound management of set structures. I am Reliable, self-controlled, logical. Inspired by orderly procedure. I dislike randomness, disorder. Can be obsessive, critical, unsympathetic.
2. My enemy is the ICS (ENFJ, INFJ): Inspirational. Highly relational with all types of people. Value biblical values, loyalty, commitment & responsibility for people development. Charming, warm, gracious, creative, diverse. Can be naïve regarding communication and acceptance.
3. Plan for getting along: Let the NF brainstorm, develop and express the vision value and big picture ideas, overall goals with practical implications for people. Ask them how the vision effects relationships and the activities of the church serve to further the relationships present among the body. I would take those goals and work out a plan to meet them, maintaining communication, fitting gifts and resources to the tasks at hand.

Front 22

22. Using the material provided in Week 9 Outreach Examples by Style, present an evangelism program that best fits your personal evangelism style.

Back 22

1) Confrontational 2) Intellectual 3) Testimonial.
1. Confrontation: Paul tells Timothy to be ready to preach the Word in and out of season, with patience and careful instruction (II Tim. 4:2). At times there is the need to be bold and direct, getting to the point, sharing strong convictions, and letting them know that you really believe what you are saying. It is important, at the same time, to remain sensitive to need and tactful in word and deed. We must remember Paul again when he exhorts the believers to “speak the truth in love” (Eph. 4:15). This may involve visitation, intentional confrontation with unbelievers, and other interactions within a community.
2. Intellectual: At the same time, living in a culture that it increasingly hostile to God’s will seen in Christian principles, we must be prepared to interact with those around us. Paul warns his readers in II Corinthians 10:5 to demolish arguments that set themselves up against the knowledge of god. We are to take every thought captive for Christ. This may involve debate or well-reasoned responses to current issues. This style is concerned more for thought than feeling, and we should guard not to fall too far to one side. We must not lose the forest of God’s mission for the world in the specifics of any particular argument, always returning to salvation through Jesus Christ. Peter reminds us that in doing this we must have Jesus Christ set up as Lord, always being prepared to give an answer for our hope in Him, but doing so with gentleness and respect (I Peter 3:15).
3. Testimonial: Finally, we all have a unique perspective on the work of God to offer to others. John wrote to his readers, “We proclaim to you what we have seen and heard, so that you may also have fellowship with us” (I John 1:13). Everyone experiences God’s grace in different ways and it is important to tell these stories. This can be seen in a commitment to pray with and for one another so we know how God is working through prayer in one another’s lives. We must be careful to listen to others to see how we might relate to them. We may offer resources to the community, such as small groups, etc.

Front 23

23. According the lecture: Week 10 Ecclesiastical Conflict and Antagonists in the Church, there are generally five ways that people are tempted to respond to conflict as NTs, STJs, SFJs, NFs and SPs. Describe which of the five seems to fit you the best and then explain your strategy for overcoming those temptations in the midst of crisis and conflict.

Back 23

STJs - take the direct approach, facing the conflict head-on; pushing back when structure, organization, routine, and follow through are neglected.

Front 24

24. You find yourself embroiled in a church conflict. In discussing the problem with the elders, how do you state your three assumptions regarding your understanding of the nature of the conflict. Draw upon the material at the beginning of the lecture, Week 10 Ecclesiastical Conflict and Antagonists in the Church.

Back 24

1) Not all conflict is the same
2)One’s gut reaction is not a reliable indicator of the actual level of seriousness
3)Response to conflict should be adjusted to the actual level of seriousness

Front 25

25. According to Robert Clinton in the lecture, Week 11 Ministry Timeline, Christians who plateau early reveal a common pattern. They learn new skills until they can serve comfortably with them, but then they fail to seek new skills deliberately and habitually. They coast on prior experience. Develop a ministry scenario for yourself in which this quote could become true for you and then outline a plan to prevent its occurrence.

Back 25

Signs of Stagnation:
1) the opposite of growth.
2) may have a few accomplishments but do not know where to go from here.
3) may be worn out by the ministry because it is not a good fit or because you are burned out by an antagonist.
4) Learn to watch out for the time when exhaustion is a normal part of experience.
5) reflect on whether you are hiding your emotions, don’t want others to know what you are feeling, or increasing in mistrust of others.
6) You may have outgrown you ministry, but there are no wider opportunities becuase your church won’t allow it.
7) As you struggle with all of these, you may look for credibility and challenge outside the church (hobbies, service clubs, sports, etc.) - These are not healthy outside interests but are more of an escape.

Front 26

26. According to the lecture, Week 11 Ministry Timeline and the slide: Tell Your Story and How It Fits into Gods Story, how might you explain in a Sunday School class how the Creation, Fall, Redemption, Glorification paradigm can be expressed through the Ministry Timeline exercise.

Back 26

1) Creation – How from birth God has been sovereignty been at work in one’s life
2) Fall – All the ways that one has failed and rebelled against God
3) Redemption – How God is continuing to reform a person and recreate them into his image
4) Glorifications – Manifestations of ways God has worked in one’s life to bring glory to Jesus.

Front 27

27. According to the lecture, Week 11 Ministry Timeline and the slide: The Descent of a Leader, what are four ways you can guard yourself from the descent experienced by more than 70 percent of Christian leaders who do not finish well.

Back 27

Often each of these start with a displeasure with what God is doings in one’s life.
1) Lost their posture towards learning – have stopped listening & growing.
2) Gradually stop living by their convictions - Compromise on moral issues.
3) Lose their zeal for leaving behind ultimate contributions through their influence
4) Lose their once vibrant relationship with God.

Front 28

28. Using the material you may have included in the last section of your Philosophy of Ministry, describe in 100-150 words your personal evangelism style.

Back 28

The (PAS) Organizer Churches evangelism style uses strategies that encourage its people invite their friends, neighbors or associates to attend worship services or other events at the church building. Often these events are large ones particularly developed to attract and involve first time visitors into the church community. At is at these on site events that most newcomers are first introduced to the church. Evangelism, discipleship and nurture occur after people have come to one or more church events or worship services.

Front 29

29 You have just concluded your first year serving in a church when you realize a pattern has developed in your relationship with the Church Board of their turning down your requests for ministry initiatives that seem to you to be relatively modest. As you think back about the way you spent your ministry time over the previous 12 months, you realize you neglected some basic ministry activities. What are several of those ministries you could have conducted better as presented in Stage 1 and Year 1 of the lecture, Transitioning from Seminary to Vocational Ministry.

Back 29

1) Get Acquainted: Relate to as many people as you can by talking to a cross section of the people: The church boss, elders and deacons, patron saints, leaders of the ministries with which you will be working, prayer warriors, etc. Discover their hopes, dreams, hurts, and fears through their Divine Design.
2) “We’re Going Somewhere” Accomplish a visible, tangible ministry; Something that people can look at and say, “A new day has dawned for this ministry.” This ministry is usually a one-time event depending on your responsibilities; perhaps: a staff training event, a retreat, or an appreciation banquet.

Front 30

30. In Chapter 22, p. 304-306, the author provides four images of ministry in order to lay the theological base for church volunteers. How would you present these four images in a Sunday School lesson.

Back 30

1.)SERVANT LEADER – leaders serve volunteers as Jesus served the disciples
2) HOLY PRIESTHOOD – no sacred/secular distinction; vocations of volunteers sacred, too
3) BODY CONCEPT – all members essential: indispensable and worthy of honor
4) EQUIPPING LEADER – true leader does not force or heap guilt, but equips volunteers to serve

Front 31

31. During your interview with a church Search Committee, they acknowledge that the church has limited numbers of volunteers, a lack of gifted leaders and inadequate resources. Drawing upon the four questions presented in Chapter 22, p. 309, what four questions can you ask to help them make the most of what they have.

Back 31

1) What are we doing well? Strengths, particular gifts. Focus on strengths and not weaknesses. Concentrate our limited resources on the things God has enabled us to do well.
2) What are our potentially fatal flaws? A “fatal flaw” is a ministry deficiency that drives people away from church or prevents people from coming. Example: poor quality of music in worship.
3) Whom are we reaching? Focus our ministries and programs that accord with our capabilities and the people in the church who fit the church’s profile and personality.
4) Who else is already doing it? If another church excels in particular programs and people in your church are looking for a program like that, encourage them to take part in those programs at the other church. Our competition is with the world and not with other churches. This approach is more effective and efficient than trying to duplicate what others do best. It is better to focus on our own strengths and what we do best.

Front 32

32. Two of your ministry volunteers ask you to explain to them the distinction between spiritual gifts, natural gifts, fruit of the Spirit and roles in the church. Drawing upon the material in Chapter 22, p. 310, how would you respond to their inquiry?

Back 32

1)Spiritual Gift – a special attribute given by the Holy Spirit to every member of the body of Christ, according to God's grace, for use within the context of the body. 28 listed in the Bible. Helps define what a Christian does.
2) Natural Talent – spiritual gifts aren't natural talents because they are given by God and reserved (as gifts) exclusively for Christians.
3) Fruit – the fruit of the Spirit (Gal. 5:22-23) is not discovered (like gifts) but developed through the believer's walk with God. Helps define what a Christian is.
4) Church Roles – Christian practices (e.g., having faith, witnessing) that are not fruit because they involve doing not being, different from gifts and similar to fruit because they are "expected of every Christian."
5) Faith, used in slightly different senses, is one thing that falls in the category of spiritual gift, fruit, and role.

Front 33

33. In Chapter 23, p. 314-317, the author says that working with volunteers in the church involves three basic responsibilities. The second responsibility is recruiting people. under the section Rules for Recruiting. Communicate to your senior pastor what you consider the most important principles presented in that section, in 50 words or less.

Back 33

1) begin w/ people’s giftings not w/institution’s needs 2) Don’t ask people to serve until they have been cleared through the staff. (Requires the staff to discuss people, gifting, & developing them. Takes time, but protects people) 3) People respond better to invitation when they know it’s been carefully considered, this shows personal interest in them 4) Employ Human Resources programs—like Divine Design—tests, interviews, assessments 5) Ask groups to identify talents in the people among them through observation, then pass this on to staff to pursue 6) Develop a volunteer job description before asking them to volunteer 7) Recruiter needs to be someone involved in that very ministry, not some general “HR” guy 8) Recruit for help way ahead of time, give them time to reflect on the opportunity 9)Start small, then give more when they show faithfulness and competence 10) Allow people to move to other ministries to find their best fit

Front 34

34. By drawing on the material in the right column on p. 319, present to a Search Committee a strategy for redesigning the church’s volunteer endeavors to attract the people the church needs.

Back 34

1) Consolidate training. For example, hold Sunday school teacher meetings for 3 hours once a month instead of 1 hour every week.
2)Rewrite volunteer tasks: Make these jobs more manageable and realistic, given the time that people have available
3)Recruit retirees as recruiters. They will be the most effective in recruiting their peers.
4) Offer quality training. This communicates the church’s devotion to a quality program that demands excellence.

Front 35

35. In Chapter 24, p. 331-332, the author says in the section, Close Encounters, that there are strategies that can help us develop meaningful relationships with those we mentor. Use those strategies to describe how you might identify those whom you would mentor for leadership in the church.

Back 35

Mentor helps someone: discover truth, follow Christ’s way, and know God’s comfort in one-to-one relationship. Basic Strategies:
1) Create encounters: create relational space: a place for personal contact and deeper talk to happen / look for people who show special interest in your sermons, teaching, etc.
2) Fade into the relationship: don’t declare, “I’m your mentor, listen to me!” Ease into the relationship, giving signals through your ministry & growing friendship
3) Offer regular check-ins: mentorship is not a systematic relationship, its natural interaction so, we need to be intentional about periodically checking in, or getting them to connect w/us so we can hear how they’re doing. Consider organizing occasional small group times w/those you’re mentoring.
4) Fade out of the relationship: mentorship is not the same as therapy, things don’t just stop. Relationship ought to continue to some degree longterm, possibly all of life. When someone is ready, start ratcheting down frequency of mtgs. & check-ins.
5) Things the author didn’t say, but should have: a) Be in the word, prayer, and ministry together b) For men especially, seek to do things together—this is where sharing most naturally happens c) Mentorship needs to be reciprocal—you need to offer your needs as well d) Mentorship needs to involve multiplication—your guys need to have a vision & be equipped to pursue and mentor others

Front 36

36. You have been at your new church for a year and you discern that your problem-solving strategies are conflicting with the style of some of the key people on the Committee who oversee your ministry. Present your strategy, as guided by Swindoll on p. 332-333, regarding practical ways you can diminish these struggles.

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Often the difference between a pastor and his session is the reality that the pastor acquired problem-solving skills while in seminary, while his elders picked it up more pragmatically (idealism v. realism). They are often like ships passing in the night. we are to follow the model set by Jesus Christ. Often He would take His disciples with Him to a remote place to spend time together. We must learn to be candid, available, and confidential.
1) Schedule time together between official meetings (one-on-one or in small groups). Break bread with one another. Meeting for social purposes.
2) Get away for overnight retreats to get below the surface life. Laugh and pray and share to come together.
3) Translate attitudes into actions. You need to communicate your respect, gratitude, and commitment to your session: sincere handshakes, written notes, and phone calls help.
4) Support each team member. We have enough enemies and wrestle with self-deprecation. Support one another even/especially when absent. Don’t use the pulpit to settle arguments. Seal your lips to minimize damage from an uncontrolled tongue.

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37. In chapter 25, p. 337-338, Hersey and Blanchard state that two factors, the ability and willingness of your volunteers, tell the pastor and-or staff member how much and what type of support that workers in a ministry need. Name and describe the type of support these four need.

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1) Unable/unwilling - this is probably a significant portion of your congregation. They are “prevolunteers.” Pastors should support them by having those in ministry keep in contact. When insecurity is gone, supporters can help them get involved.
2) Unable/willing - They have expressed a personal commitment to the church and have offered to do a job. Insecurity may stem from lack of training or practice. they need three types of support: formal training (to develop skills) and encouragement; supervised exercise with acquired skill; and meaningful relationships with fellow workers and those in leadership. The focus is skill development.
3) Able/unwilling - These are experienced volunteers; skill is no issue. There is a relationship problem. They need support from three directions: those being served, a positive spirit in the team situation, and the leaders. One must prevent relationship breakdowns, which cause burnout, seek to discern/understand interpersonal strain and reestablish fellowship. This takes time.
3) Able/willing - bothered when others attempt to support them. They want to do the job for which they are gifted; do not interrupt. Do not mistake for pride. You are freed to focus on other volunteers. If support is needed it is often material and not relational (though not exclusively).

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38. You discover that several of your volunteers are not thriving in their ministries and are in need of your care. Drawing upon the four methods or styles of support presented in chapter 25, p. 338-340, how would you meet their needs for support.

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1) Teach/Tell - tell why volunteers are/have been essential to the church and what Scripture teaches. This must be in formal and informal settings.
2) Encourage/Train - “catch them while they are good.” compliment strengths and provide emotional support and opportunities for development. Give the opportunity to practice appropriate ministry skills.
3) Support/Discover - Recognize the diversity of gifts and support the members expression of their own gifts. Help those who are unsure to discover them and to begin new ministries yet untried.
4) Affirm/Empower - Not all are willing or capable to begin ministry but may be able to look at old problems in new ways. Guard against jealousy and control. They need a vote of confidence and to be asked, “What can I do to make your ministry easier?” Remove obstacles from their way.

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39. You are being interviewed for a position at a church, when a Search Committee member says, Our last staff member was the worst leader and manager I ever saw. What do you know about these two roles in a church. In response, quote and comment on the definition of leadership and management provided in the last two full paragraphs in chapter 26, on p. 350.

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1) Leadership has to do more with dynamic relationships & management relates more to stewardship of material resources (this doesn’t always hold up).
2) Leadership: diagnosis, vision, change, redefinition of direction and goals, motivation, maximization of potential
3) Management: plan budgets, call for decisions, wisely use material resources 4) Most good managers have some leadership skills but not all leaders have good management skills.

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40. In chapter 26, p. 357-358, the author presents four descriptions of management styles. Choose the style that fits you the best and describe how you would explain that management style to a Search Committee.

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(1) Commanders - Decisive, exhorter, controlling, competitive, demanding, perfectionist, confrontational, results-focused...combines directive interpersonal style with strong relationship orientation. Like being in the driver’s seat, thrives on using power appropriately for the furtherance of the kingdom.

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41. According to the author in chapter 27, p. 360-361, what is one of the first tasks you should accomplish upon arriving at the first ministry you might serve?

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1) Get a firm grasp of the written and un-written rules.
A) Written: Study Key documents such as the constitution, policy manual, denomination handbook, minutes from meetings
B) Un-Written: Hang out for five years OR locate and talk to the “movers and shakers.” Locate them by observation and by asking key questions such as, “who are the three to five people you think, by their support, can make virtually any new program or idea successful?” and “who are three to five people who you think, by virtue of their personal opposition, can kill a new idea or program?”

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42. Your one year honeymoon has concluded in the church you are serving. You find yourself reflecting on how your ideas for bringing change to the church, which were so enthusiastically received by the Search Committee, have not been accepted at all by the church as a whole. According to chapter 27, p. 361, what fact have you had to learn the hard way and what could you have done differently during the interviewing process.

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1) What I had to “learn the hard way” is that those on the Search Committee weren’t the ones who were the “interpreters of the rules.” There were certain unwritten rules at play that governed how or what kind of changes could be brought about.
2) What I could have done differently was to graciously ask the search committee (according to the book) “who are the three to five people you think, by their support, can make virtually any new program or idea successful?” and “who are three to five people who you think, by virtue of their personal opposition, can kill a new idea or program?” From there, I could have tried to determine what those unwritten rules are/were. The questions to ask refer to the church’s past and the stories (both good and bad) that people tell. “Listening between the lines” is crucial to understanding the “church’s history of protocol, taboos, old feuds and alliances, and even situations where the written rules were superseded.”

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43. You find yourself candidating with a church that has had 70-80 people in average attendance for the last 2-3 decades. What are some questions you will want to ask the Search Committee in regard to kinship issues. Refer to p. 361 in the book and the lecture.

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1) “who are the three to five people you think, by their support, can make virtually any new program or idea successful?”
2) “who are three to five people who you think, by virtue of their personal opposition, can kill a new idea or program?” These are the power brokers or “umpires” of the organization. This can also be a question about who is the church patriarch/matriarch. Or, from Dr. Douglass’ lecture, asking who the “patron saints” (opinion leaders) are of the congregation.
3) Remember, these people may not (most likely in small churches they are not) be in leadership positions. They demonstrate their influence around the kitchen tableafter or before the congregational meetings.
4) To be successful in a kinship church the pastor must understand these behind the scenes organizational and interpersonal dynamics. Figuring them out during the Search Committee process is both wise and essential to determining your fit at the church and your ability to work with both the official and unofficial leadership of the church.
5)Since it is a kinship church you want to know first who is related to whom. Last names may be different because of marriage, or there may be aunt/uncle niece/nephew relationships, so it is important to find out.

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44. On pp. 364-365, in Developing New Guidelines and Policies, the author makes this statement: “. . .focus on the functions of ministry rather than on the forms of ministry.” Drawing on the author’s insights, how do you plan to make sure that new policies and procedures foster, rather than thwart, the long-range organizational goals of the church.

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1) Make declarations about the importance / priority of a particular function (such as prayer), but do not dictate the exact form (a Wednesday evening prayer meeting) it should take.
2) Don’t institutionalize things - remember that even though some particular form may seem right for the moment it may make a future need more difficult to fulfill. (such as the evil and unnecessary institutionalized evening service may make trendy home fellowships difficult to develop).
3) Differentiate between patterns (how we choose to do it) and rules (how we must do it).
4) Insert “at this time” into the proposal or document in order to grease the skids for different solutions for later needs.
5) Include an explanation of the rationale for new policy within the policy – easier to justify change when necessary.
6) Move slowly in laying down written guidelines and policies.

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45. In chapter 32, on pp. 458-459, the author lists five fundraising roles for the pastor. Even if you do not plan to be a pastor, everyone in a ministry vocation should be involved to some degree in stewardship ministry. Therefore, interact with the one role that best describes how you envision yourself being engaged in stewardship in the ministry you might conduct after seminary.

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1) stewardship preacher, who in the context of his ministry will speak to bringing personal finances under the lordship of Christ
2) accidental fundraiser, who focuses on the needs/brokenness of this world, so that any financial giving is simply a unspecified/accidental way of addressing those needs
3) trusted trustee, who is approached by lay-persons to help them to know how/where to give
4) herald of the vision, who sets before the congregation the church’s goals/vision, with the hope/assumption that they will give
5) conscience of the church, who oversees the church in how it raises/spends funds.

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46. According to the author in chapter 33 on pp. 464-465, there are distinctions among three generations in the church in reference to their attitudes towards stewardship. Analyze the description of the one generational attitude that you find the most inconsistent with your theology and values.

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1) The GI generation (b. 1910-25): they have devoted more effort to saving than spending. They could manage their time and material resources with faithful stewardship. Because their primary values are duty and responsibility, some would give saving money to church where they are belong to. Others would not give their money because they are obsessed with their money.
2) The Boomer generation (b. 1943-1964): they were born prosperous and with high expectations. Their primary values are idealism and compassion. They could give money generously as their parents taught. Moreover they could devote their efforts and time to church ministry by themselves. Because they are motivated by feeling and experience more than money they would like engage in whatever they want.
3) The Busters (X) generation (b. 1961-81): They deal with a world of harsh realities – AIDS, drugs, family dissolution, and economic uncertainty. Furthermore some say that they suffer from “compassion fatigue.” It is quite different from their parents’ world. Their tendencies are individualistic more than Boomers and GI generation. They are pragmatic, street smart—their motto: ‘Whatever works.’

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47. The senior pastor of the church you are serving, gives you the responsibility of forming a Budget Committee to revamp the way the church develops an annual budget. Based on the information provided on pp. 467-469, how would you lead this process? (answers are really on 515, 516)

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1) Gather a budget committee that include a broader representation from among the church—not just people from the “finance committee.” In essence, the budget committee will be setting the ministry priorities of the church for the coming year. People tend to buy into things they have had a part in planning.
2) Gain consensus on how the budget committee members want to budget: Do they want to estimate income first and budget expenses within that estimate? Or do they want to budget expenses first and then try to raise the income to cover the budget expenses? The conservative approach is to make the budget and fit the estimated income therein. This is best for a tight budget.
3) Establish a process that gathers info on spending needs from every program of the church. often this looks like “Bottom-Up Budgeting”—where the “lowest units” gather all the cost of running their units; prepare proposals for new programs; then pass this info through their organization. (As an example: teen Sunday school comes up with a proposed budget; pass this on to the Sunday school department as a whole; who passes this on to the budget committee, as all departments do the same). Because everybody took part in the planning process, people feel a greater sense of ownership for their programs and are more likely to support them with their time and money.
4) If the committee has budget expenses before an estimated income, do the following: A) Publish the preliminary budget and ask for pledges form the members of the church based on the proposed programs and expenses. B) Such information encourages people to commit their pledges to tangible programs because they know how the money will be spent when given. C) If the committee asks for pledges without a preliminary budget, people make their decisions based on their personal finances alone. D.) After gathering the pledges, combine the information about past giving trends in order to develop a realistic income estimate for the coming year. Then, adjust the budget to meet the proposed income.

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48. During an interview with a church Search Committee, you are asked which type of budgeting you prefer: Unified or Separate. Drawing upon the material presented on p. 471-472 what is your response and reasoning for your preference.

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1a. Separate (menu approach – different funds people can give to) 1b. Separate Pros Some folks are motivated to give by having giving options. 1c. Separate Cons: a) Cash flow problems if people don’t give to essential funds. b) can strip authority from leaders who are called to set church priorities c) Programming can become checkbook controlled rather than leadership driven. 1d. Separate Strategies: limit designated giving to as few funds as possible, give funds limited lifespan, eliminate perpetual funds that do not have an active useful purpose
2a. Unified Pro: It is closer to the NT example of money being laid at the apostles and then being distributed as needed (Acts 4:35) 2b. No clear Cons were given except that some people argue that it doesn’t allow people to respond to channel their giving based upon the guidance of the Holy Spirit
3a) Compromise: 1) develop a budget that has departments and ministries as accounts but not funds. Contributions go into one budget but are then allocated to each ministry area based upon the predetermined budget. 2) allow designated giving 3b) The author gives the illustration of the bus… a separate budget is like having a bus that everybody is in… but having each person take a turn a the wheel (steering where they want). A unified budget with the compromise stated above is like a bus that every one is on, constantly going in the same direction, based upon the decisions of the passengers BEFORE the bus leaves the station.

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49. In chapter 38, on p. 510-512, the author presents five guidelines for introducing effective change in the church budget. Describe and interact with one of these five guidelines regarding a ministry you might conduct after seminary.

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1) Be prepared for passionate resistance
2) Introduce the change before you request the change
3) Go slow with changes in philosophy
4) Listen for underlying issues
5a) Maintain your character even if you have to modify your vision
5b) A subjective answer to #5: Maintain your character even if you have to modify your vision. Vision and mission are changeable BUT character is nonnegotiable. Leading a church to redirect its resources will be an ongoing process requiring compromise and a change in direction from time to time. Sometimes in an uncompromising passion to sell our vision to the congregation we may modify or do damage to our character. This kind of action goes against our calling to be a role model / example to our congregation. Be careful not to exaggerate the need for particular funds; do not lose your cool when being questioned. If we find ourselves in this tension it is better to redirect the mission or vision but remain nonnegotiable in our character.

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50. Soon after you begin your ministry, you discover that the church in which you are serving is violating copyright law in one or more of three ways. Drawing on the material in chapter 38, on p. 540, how would you make a presentation to the Session regarding ways the church can avoid copyright infringement.

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1) Begin by discussing the key causes of copy violation: The primary reason is lack of knowledge or comprehension of what copyright laws mean. In most cases churches do not intend to infringe, but because of lack of knowledge they do. The other major reason churches engage in infringement is just because it is easier not to and it seems like a harmless violation, and for the greater good.
2) Discuss specific violations and discuss the situations that may cause us to unintentionally commit them a) Making copies of copyrighted materials: (including music, books, and magazine articles): Usually is a result of a sense of ministry urgency… there is the intention of asking for permission before copying, but the materials were needed “yesterday” for a ministry opportunity… Then folks forget to go back and ask permission later. b) Making a “derivative work” based on a copyrighted work (such as an arrangement of a copyrighted song, or a new edition or workbook based on a copyrighted book): Usually a worship leaders decides to change a few words, so that a particular song better reflects his particular church’s theological convictions, but is unaware that legally he must get written permission from the artist first. c) Publicly perform a copyrighted work: People don’t realize that copyright laws are exempt only when the music is performed during the course of religious services. Also, someone may assume that the music license the church has purchased covers all artists; when in fact, a particular artist has not agreed to be covered by that particular music license.
3) Discuss any other possible violations, collect questions to forward on to an expert, Discuss specific ways that we can make sure to not violate copyright laws (deadlines for bulletins etc.)